PART B AERODROME MANAGEMENT, QUALIFICATION AND TRAINING

Transcription

1 PART A INTRODUCTION 1 Introduction 2 Organisation and Coordination 3 Emergency Planning Committees 4 Emergency Categories 5 Emergency Management 6 Plan PART B AERODROME MANAGEMENT, QUALIFICATION AND TRAINING SECTION 1 SECTION 2 SECTION 3 SECTION 4 MANAGEMENT SYSTEM SAFETY MANAGEMENT SYSTEM PROCEDURES FOR REPORTING TO THE COMPETENT AUTHORITY AERODROME PERSONNEL QUALIFICATIONS n

2 EMA Aerodrome Manual Version 1.0; 2018

3 Aerodrome Manual Part B; Section 1 SECTION 1 MANAGEMENT SYSTEM 1. Aerodrome Organisation and Responsibilities 1.1 EMA Airport Leadership Structure 1.2 EMA Operations Departmental Structure Managing Director Operations Director Control Room RFFS Airfield Operations Air Traffic Services Compliance & Business Resilience Ops Safety & Health and Safety 1.3 EMA Customer Services Departmental Structure Uncontrolled when printed Page B1 of 74

4 Aerodrome Manual Part B; Section EMA Asset Management (Engineering) Departmental Structure 1.5 EMA External Affairs Uncontrolled when printed Page B2 of 74

5 Aerodrome Manual Part B; Section EMA Departmental Level Subordination and Reporting Lines i. Operations Uncontrolled when printed Page B3 of 74

6 Aerodrome Manual ii. Customer Services & Security Customer Services & Security Director Head of Security Airport Duty Managers Head of Customer Services Security Duty Managers Passenger Services Manager Car Parks Manager Customer Services Resource Manager Security Team Leaders Passenger Services Duty Managers Car Parks Team Manager Resource & Planning Assistants Security Officers Passenger Services Operatives Car Park Operatives iii. Asset Management (Engineering) Uncontrolled when printed Page B4 of 74

7 Aerodrome Manual Part B; Section 1 2. Roles and Responsibilities 2.1 Introduction This section lists the safety responsibilities and accountabilities of key management personnel. Responsibility and accountability are defined as follows: Responsibility defines what actions or activities an individual or group are delegated to undertake. Accountability defines the degree and direction (to whom they are accountable) of liability for the outcome of the actions or activities specified in their responsibilities. Example A manager may be held responsible for ensuring a specific activity is conducted by their department and be accountable for results of his department s activities. Each individual in the organisation has a specific job description, which clearly indicates the areas of individual responsibility 2.2 Key Safety Post Holders The following lists the key post holders with regard to safety. Safety accountabilities and responsibilities follow on later in this section: Managing Director Operations Director (Accountable Manager) Customer Services and Security Director Asset Management Director Head of Fire & Airfield Operations Air Traffic Services Manager Airfield Technical Manager Head of Compliance & Business Resilience Operations Development & Safety Manager Fire Service Manager Safeguarding and Wildlife Control Officer Health & Safety and Fire Safety Manager Airport Duty Manager RFFS Station Manager Andy Cliffe Phillip Morris Jon Fowler Geoff Moss Simon Hinchley Paul Kay Mark Chambers Laura Tucker Ian Freeman Lee Toulson Darren Hall James Lilliey Various Various 2.3 Deputising for Absence When members of staff with key safety responsibilities are absent, it is essential that a competent colleague assumes their safety responsibilities. In general, the following applies: Any person assuming the responsibilities of another must be deemed competent in terms of technical and operational knowledge. A senior manager who, out of necessity, is required to authorise action on behalf of another, but lacks the relevant competency, must act in accordance with advice from a suitably competent subordinate. Subordinates are deputised for by their manager i.e. the Operations Director assumes the responsibilities for the Head of Fire & Airfield Operations. Conversely the Head of Fire & Airfield Operations will deputise for the Operations Director/ Accountable Manager. Uncontrolled when printed Page B5 of 74

8 Aerodrome Manual Part B; Section 1 In the event of long term absence (over four weeks) a decision may be made to introduce a temporary position to cover these responsibilities. The temporary post will assume the full safety responsibilities of the post being covered. 2.4 Out of Hours Responsibilities Outside of normal working hours (nights and weekends) the Airport Duty Manager (ADM) has overall safety responsibility. The ADM is authorised to take any action required, at any time to ensure the immediate safety of aircraft operations, unless a more senior individual is in contact with the Airport who will make the decision. The ADM should ensure information and advice is obtained from all relevant departments prior to any decision being made. The only exception is in the event of an aircraft or fire related incident when the RFFS Incident Commander will make all safety related decisions relating to the incident itself. 2.5 Exceptional Circumstances There may be rare occasions where a need arises to carry out operations against set policies for a temporary period, such as during development works. Any temporary procedures will be carefully assessed and special measures put in place to ensure that safety is not compromised. These exceptional circumstances will require approval from the Operations Director or in their absence the Head of Fire & Airfield Operations. 2.6 Safety Accountabilities and Responsibilities The following pages detail the safety responsibilities of the roles detailed in paragraph 2.2 and are not intended to be a complete overview that information can be found in individual job descriptions. 2.7 Accountable Manager The Accountable Manager at East Midlands Airport is the Operations Director. As Accountable Manager, OD has the ultimate responsibility for the safety of operations at the Airport and is accountable to the Managing Director, EMA The Accountable Manager has: a. full responsibility for the EMA Safety Management System; b. corporate authority for ensuring all activities can be financed and carried out to the required standard; c. full authority for ensuring adequate staffing levels; d. direct responsibility for the conduct of the organisation s affairs; e. final authority over operational matters; and f. final responsibility for all safety issues. Uncontrolled when printed Page B6 of 74

9 Aerodrome Manual Part B; Section As the Accountable Manager, the OD has: a. The appropriate seniority within the organisation b. The appropriate level of authority to ensure that activities are financed and carried out to the required standard. c. A full knowledge and understanding of the documents that prescribe relevant Aerodrome safety standards d. A full understanding of the requirements for competence of Aerodrome Management personnel, so as to ensure that competent persons are in place. e. The knowledge and understanding of principles and practices relating to safety management systems and how these are applied within the organisation. f. The knowledge of the role of the Accountable Manager, together with the knowledge and understanding of the key issues of risk management within the Aerodrome. 2.8 Safety Manager The functions of the Safety Manager include, but are not necessarily limited to: a. ensuring that the processes needed for the Safety Management System are developed, implemented adhered to and maintained b. providing the Accountable Manager with reports on the performance of the SMS and on any need for improvement. c. ensuring that safety documentation accurately reflects the current situation. d. monitoring the effectiveness of corrective actions e. providing independent advice to the accountable manager, senior managers and other personnel on safety related matters. f. providing periodic reports, as required on the airport SMS. g. ensuring safety promotion throughout the organisation. h. monitoring safety concerns in the aviation industry and their perceived impact on airport operations. i. Assisting in incident/accident investigations The Ops Development & Safety Manager fulfils the role of Safety Manager at EMA and is independent of line management responsibility and provides oversight of the safety management system at EMA. Uncontrolled when printed Page B7 of 74

10 Aerodrome Manual Part B; Section Compliance Manager The functions of the Compliance Manager include, but are not necessarily limited to: a. Management of compliance monitoring process to enable monitoring of compliance with the relevant requirements of EASA 139/2014, Part ADR.OPS, including: (i) privileges of the aerodrome operator; (ii) manuals, logs, and records; (iii) training standards; (iv) required resources; and (v) management system procedures and manuals; as well as any other applicable regulatory requirements, or requirements established by East Midlands Airport. b. Specification of the basic structure of the compliance monitoring applicable to the activities conducted c. Structuring the compliance monitoring process to encompass the required areas within East Midlands Airport and the complexity of the activities to be monitored, including those which have been subcontracted. d. Providing a feedback system of findings to the accountable manager to ensure effective implementation of corrective actions as necessary The Head of Compliance and Business Resilience fulfils the role of Compliance Manager at EMA, is independent of operational departmental responsibilities and ensures that audits and inspections are carried out by personnel not responsible for the function, procedure, etc. being audited Operations Manager The Head of Fire and Airfield Operations fulfils the role of the Operations Manager and is responsible for the management and supervision of operational services (including RFF and Airfield Operations) at the aerodrome The nominated Operations Services Manager shall: a. have sufficient and qualified personnel for the planned tasks and activities to be performed in accordance with the applicable requirements. b. assign a sufficient number of personnel supervisors to defined duties and responsibilities, taking into account the structure of the department and the number of personnel employed c. ensure that operational personnel are adequately trained in accordance with the training programme Maintenance Manager Uncontrolled when printed Page B8 of 74

11 Aerodrome Manual Part B; Section The Asset Management Director fulfils the role of the Maintenance Manager and is responsible for the management and supervision of on aerodrome maintenance Requirements as per those defined in Operations Managers (a), (b) & (c) Competence of nominated persons The manager of Operational Services and the Maintenance Manager should have: a. adequate practical experience and expertise in aerodrome operations or maintenance (or similar area) respectively; b. comprehensive knowledge of the applicable requirements in the area of aerodromes; c. appropriate level of knowledge of safety and quality management; and knowledge of the aerodrome manual. Uncontrolled when printed Page B9 of 74

12 Aerodrome Manual Part B; Section Managing Director East Midlands Airport Role Managing Director Current Post Holder Andy Cliffe Aerodrome Safety Accountabilities The Managing Director is accountable to the MAG Chief Executive Officer. Key Aerodrome Safety Responsibilities Ensures the development and continuous promotion of the Safety Policies. Ensures that relevant safety significant issues are brought to the attention of the Board. Ensures the Airport s Business Plan is sufficiently resourced to meet the requirements of maintaining the Aerodrome Certificate, with particular regard to its Safety Management System. Ensures that full consideration is given to safety integrity in changes to the airport s organisational structure and business processes and physical infrastructure. Ensures that all key postholders are aware of their safety responsibilities. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B10 of 74

13 Aerodrome Manual Part B; Section Operational Safety Management The Operational Safety Line Management structure is depicted in Paragraph 1.5. The associated accountabilities through which safety is managed are defined in the following pages. Also included are the Duty Managers responsible and accountable for the safe operation of the aerodrome throughout the hours it is available for certified activities Operations Director Role Operations Director Current Post Holder Phillip Morris Aerodrome Safety Accountabilities The Operations Director is accountable to the Managing Director. The Operations Director fulfils the role of Accountable Manager at East Midlands Airport. The Accountable Manager has the ultimate responsibility for the overall safety of operations at the Airport. Key Aerodrome Safety Responsibilities Fulfils the role of Accountable Manager as described as per EASA regulatory requirements Ensures that all necessary resources are available to operate the airfield safely in accordance with the requirements of the Aerodrome Manual. Where there is a reduction in the level of available resources or abnormal circumstances exist, which could affect aircraft safety, a corresponding reduction in the level of aerodrome operations will be implemented as appropriate. Establish, implement and promote the Safety Policy Sets high level safety targets and objectives and monitors the outcomes. Ensures safe delivery of all operational services and developments and ensures compliance with relevant regulations, certification criteria and the EMA Safety Management Systems. Ensures the overall effectiveness of the Aerodrome Emergency Plan, enabling the airport to respond as effectively as possible to protect the safety of passengers and staff. The Operations Director is also a nominated person to prevent aircraft flying in accordance with the provisions of Article 232 of the Air Navigation Order Sets high level safety targets and objectives and monitors achievement through chairing of the Airport Safety Review Board. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B11 of 74

14 Aerodrome Manual Part B; Section Customer Services and Security Director Role Customer Services and Security Director Current Post Holder Jon Fowler Aerodrome Safety Accountabilities The Customer Services and Security Director is accountable to the Managing Director. Key Aerodrome Safety Responsibilities Ensures that terminal and landside operations are carried out safely and in a way which proactively improves performance and ensures compliance with all relevant regulatory requirements. Ensures that the Department s emergency plans are effective and sufficiently resourced, and that all staff are trained in these as relevant. Maintain a general oversight of the security function Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B12 of 74

15 Aerodrome Manual Part B; Section Asset Management Director Role Asset Management Director Current Post Holder Geoff Moss Aerodrome Safety Accountabilities The Asset Management Director is accountable to the Managing Director and fulfils the EASA required role of Maintenance Manager Key Aerodrome Safety Responsibilities Ensures that the airfield grounds, runways, taxiways and aprons are maintained in a safe condition for aircraft use. Ensures that all Air Traffic Control equipment, aeronautical ground lighting equipment and other aerodrome facilities are in place and are fit for purpose. Ensures that all EMA equipment and vehicles operating airside are fit for purpose and operate safely in line with the requirements of CAP642. Ensures that a robust runway surface friction testing regime is in place and maintained. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B13 of 74

16 Aerodrome Manual Part B; Section Head of Facilities and Engineering Role Head of Facilities and Engineering Current Post Holder Sam Betley Aerodrome Safety Accountabilities The Head of Facilities and Engineering is accountable to the Asset Management Director Key Aerodrome Safety Responsibilities In charge of all LV and HV bar the airfield lighting substations Management of all surface water systems on site HVAC for the core estate All soft service provisions i.e. cleaning, pest control, waste and landscaping. All landside pavements including all lighting Management of all utilities to the whole site Raising and managing terminal subcontractors via our job registration platform Maintenance and continued management of the hold baggage system. Logging and delegation of reactive and ppm tasks. CAFM management via Maximo. Maintenance of the life safety systems in the core estate. Energy management and conservation. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B14 of 74

17 Aerodrome Manual Part B; Section Head of Fire & Airfield Operations Role Head of Fire & Airfield Operations Current Post Holder Simon Hinchley Aerodrome Safety Accountabilities The Head of Fire & Airfield Operations is accountable to the Operations Director and fulfils the EASA required role of Manager of Operational Services Key Aerodrome Safety Responsibilities Ensures that the Airport s RFFS, Control Room and Airfield Operations departments meet all regulatory requirements. Ensures that all personnel are competent and qualified and that ongoing competence is maintained at all times. Ensures that RFFS, Control Room and Airfield Operations are effective and trained to handle any aviation related emergency or incident and that the related emergency and safety procedures are maintained, practised and promulgated. Ensures that the Control Room staff are trained in all relevant emergency and safety related procedures and that these procedures are reviewed on a regular basis. Ensures that an effective Airside Snow Plan and Fire Safety Programme are in place and that these are staffed and resourced as required. Ensures the effective management and operation of the Wildlife Hazard Control Plan. Ensures that the Airport is safeguarded from inappropriate or unsafe developments. Is a nominated person to prevent aircraft flying in accordance with the provisions of Article 232 of the Air Navigation Order Ensures that an effective landside snow plan is in place and that all staff are trained in this as relevant. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B15 of 74

18 Aerodrome Manual Part B; Section Air Traffic Services Manager Role Air Traffic Services Manager Current Post Holder Paul Kay Aerodrome Safety Accountabilities The Air Traffic Services Manager is accountable to the Operations Director Key Aerodrome Safety Responsibilities Ensures that all ATC Unit Certification and licensing requirements are met. Ensures that sufficient trained, validated and competent air traffic control staff are maintained to meet licensing requirements. Ensures that the local airspace is operated safely at all times employing appropriate Air Traffic Control equipment and procedures. Ensures that procedures for ATC reporting action are in place and that they are deployed and investigated as relevant. Ensures that CAP 232 surveys of the aerodrome are conducted and that any remedial actions resultant from the survey are carried out. Is responsible as the ANS Manager for the group ANSP Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B16 of 74

19 Aerodrome Manual Part B; Section Head of Compliance & Business Resilience Role Head of Compliance & Business Resilience Current Post Holder Laura Tucker Aerodrome Safety Accountabilities The Head of Compliance & Business Resilience is accountable to the Operations Director and fulfils the EASA role of Compliance Manager. Key Aerodrome Safety Responsibilities Ensures that all audit and compliance personnel are competent and qualified and that ongoing competence is maintained at all times. Ensures that emergency and safety procedures are maintained, practised and promulgated. Ensures that effective Emergency, Contingency and Business Continuity Plans are in place to enable the Airport to respond as efficiently as possible to protect the safety of passengers and staff. Ensures that an effective airside driver training process is in place and effective. Ensures that all aspects within the departmental remit are managed safely, effectively and efficiently in a way which proactively improves performance. Ensures compliance with all relevant safety regulations. Fulfils the EASA requirements for Compliance Monitoring Manager. Ensures that an effective assurance programme is in place which is reviewed on a regular basis. Owner of airport safety risk register together with the risk and assurance plan. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B17 of 74

20 Aerodrome Manual Part B; Section Airfield Technical Manager Role Airfield Technical Manager Current Post Holder Mark Chambers Aerodrome Safety Accountabilities The Airfield Technical Manager is accountable to the Assets Management Director. Key Aerodrome Safety Responsibilities Ensures that Air Traffic Control equipment, aeronautical ground lighting equipment and other aerodrome facilities are maintained and supported so that they are safe and meet all relevant regulatory requirements. Ensures compliance with all regulatory requirements relating to surface friction characteristics. Ensures that all department staff are trained to operate safely airside in accordance with all relevant requirements. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B18 of 74

21 Aerodrome Manual Part B; Section Fire Service Manager Role Fire Service Manager Current Post Holder Lee Toulson Aerodrome Safety Accountabilities The Fire Service Manager is accountable to the Head of Fire & Airfield Operations. Key Aerodrome Safety Responsibilities Management of the Airport s Rescue and Fire Fighting Service. Ensures the RFFS department meet its regulatory requirements. Ensures all RFFS personnel are competent, qualified and capable of performing their duties and that ongoing competence is maintained. Ensures the RFFS are effectively and trained to handle aviation related emergencies or incidents and that the related emergency and safety procedures are maintained, practised and promulgated. Development and review of the RFFS Task and Resource Analysis. Review and amendment of RFFS emergency plans and the development and maintenance of the department s section of the Airport Emergency Plan. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B19 of 74

22 Aerodrome Manual Part B; Section Ops Development & Safety Manager Role Ops Development & Safety Manager Current Post Holder Ian Freeman Aerodrome Safety Accountabilities The Ops Development & Safety Manager is accountable to the Operations Director. Key Aerodrome Safety Responsibilities Fulfils the role of Safety Manager as defined in European Commission Regulation (EU) No 139/2014. Ensures that all required safety documentation, such as the Aerodrome Manual, is in place, complies with all requirements and is reviewed on a regular basis. Coordinates the Airport s Safety Assurance Documents and ensures that they are reviewed on a regular basis. Ensures that all aerodrome developments comply with EASA ADR.OR.B.040. Ensures that the CAP 700 is kept up to date and that any identified training needs are raised to the Operations Director. Is a nominated person to prevent aircraft flying in accordance with the provisions of Article 232 of the Air Navigation Order Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B20 of 74

23 Aerodrome Manual Part B; Section Safeguarding and Wildlife Control Officer Role Safeguarding and Wildlife Control Officer Current Post Holder Darren Hall Aerodrome Safety Accountabilities The Safeguarding and Wildlife Control Officer is accountable to the Head of Fire & Airfield Operations Key Aerodrome Safety Responsibilities Ensures the development of the Wildlife Hazard Control Plan in accordance with relevant legislation. This includes documentation, risk assessment, audit and review of this plan. Ensures that all staff undertaking wildlife control activities have the correct passes, permits and licenses. Coordinates the safeguarding process in accordance with relevant legislation. This includes carrying out the initial operational risk assessment, assessing proposed developments, referring consultations to other relevant parties for input where required and responding to the planning authorities (and/or applicants) with the airports assessment of the proposal. Coordinates the safeguarding process for any proposed on aerodrome developments. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B21 of 74

24 Aerodrome Manual Part B; Section Emergency Planning Officer Role Emergency Planning + Resilience Manager Current Post Holder Vacant Aerodrome Safety Accountabilities The Emergency Planning Officer is accountable to the Head of Compliance & Business Resilience Key Aerodrome Safety Responsibilities Ensures the development of the Airport s Emergency, Contingency and Business Continuity Plans in accordance with relevant legislation. This includes documentation, risk assessment, audit and review of these manuals. Ensures that the Airport s exercise programme is implemented and that lessons learnt are effective. Ensures that an effective Incident Management structure is in place for responding to incidents at the Airport. Conducts debriefs or investigations as required following an incident at the Airport. Coordinates the Airport s Port Health procedures. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B22 of 74

25 Aerodrome Manual Part B; Section Health & Safety and Fire Safety Manager Role Health & Safety and Fire Safety Manager Current Post Holder James Lilley Aerodrome Safety Accountabilities The Health & Safety and Fire Safety Manager is accountable to the Operations Director. Key Aerodrome Safety Responsibilities Advises on the development and maintenance of a health and safety management system which complies with all relevant legislation. Monitors the application of health and safety policies and provides guidance and advice to all those with safety responsibilities and accountabilities. Coordinates processes for the management and briefing of contractors. Coordinates audits of the Health & Safety management system, including the management of contractors systems and reports findings to the Health and Safety Committee as required. Ensures that an effective Fire Safety Programme is developed and reviewed on a regular basis. The oversight of environmental management Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Uncontrolled when printed Page B23 of 74

26 Aerodrome Manual Part B; Section Airport Duty Manager Role Airport Duty Manager Current Post Holders Ella Dee Beer James Parrish Sandie Playdon Darren Cooper Aerodrome Safety Accountabilities The Airport Duty Manager is accountable to the Customer Services and Security Director. Key Aerodrome Safety Responsibilities Oversees the safe, secure and efficient operation of airside, terminal and landside areas. Ensures the initiation of emergency procedures as detailed in the Aerodrome Emergency Plan. Ensures that procedures are initiated to minimise operational disruption as detailed in the Aerodrome Emergency Plan. Initiation of the landside snow plan Note the Airport Duty manager is the senior aerodrome operational authority in the absence of the Operations Director or his/her deputy (Head of Fire & Airfield Operations). Acceptance of Responsibility The following signatures of the post holders confirms their acceptance of the above aerodrome safety responsibilities: Ella Dee Beer James Parrish Sandie Playdon Darren Cooper Uncontrolled when printed Page B24 of 74

27 Aerodrome Manual Part B; Section RFFS Station Manager Role RFFS Station Manager Current Post Holders Paul Beaman Dean Graney Martin Holmes Martin Lindsay Aerodrome Safety Accountabilities The RFFS Station Managers are accountable to the Fire Service Manager. Key Aerodrome Safety Responsibilities Fulfils the function of Incident Commander until handed over to the Head of Fire & Airfield Operations. Ensures the safe and effective provision of RFFS cover in accordance with the declared RFFS state. Ensures the initiation of emergency procedures as detailed in the Aerodrome Emergency Plan. Ensures that aerodrome deicing and snow clearance measures are initiated as required. Acceptance of Responsibility The following signature of the post holder confirms their acceptance of the above aerodrome safety responsibilities: Dean Graney Martin Holmes Martin Lindsay Paul Beaman Uncontrolled when printed Page B25 of 74

28 Aerodrome Manual Part B; Section Day to Day Execution of Operational Safety Management The function of 'Officer in Charge,' on a day to day basis is exercised jointly by the watch keeping teams as follows: a. ATC Watch Supervisor is responsible for the safe operation of Air Traffic Control and ensuring the safe co ordination of any airside or air traffic related work during their period of duty and for the response to an emergency detailed in the Aerodrome Manual and MATS Part 2 and is accountable to the Air Traffic Services Manager. b. Airport Duty Manager (ADM) as detailed in Paragraph , ADM is responsible for the day to day management and operational safety and security within the Terminal and the landside site. ADM is also responsible for the response of the Terminal to emergencies as detailed in the Aerodrome Manual and is accountable to the Director of Customer Services & Security. c. Airfield Operations Supervisor (AOS) is responsible for the safety and security of Airfield operations and activities on and around the aprons and associated roads. In addition, bird control duties are undertaken during the hours of darkness. The AOS is accountable to the HFAO. d. RFFS Station Manager (RFFS SM) as detailed in Paragraph , RFFS SM is responsible for the Airport's Rescue & Fire Fighting Service response to an emergency, liaison with the external emergency services and the Airport's support to the emergency services in an emergency situation. In addition, the SM is responsible for vigilance of the RFFS in monitoring the operating environment for all activities carried out on the runway and taxiways including aircraft operations and additionally carrying out runway inspections in the hours of darkness. The RFFS SM is accountable to the Fire Service Manager. e. The Security Duty Manager (SDM) The SDM is responsible for the Security Management of the Airport and the security reaction if an emergency occurs, in accordance with the Aerodrome Manual and the Airport Security Programme (ASP). SDM reports to the Head of Security Safety Related Committees Introduction EMA has a committee structure in place which monitors and oversees safety activity across the Airport. The functions of each of the committees are detailed in their terms of reference, which show the appointed areas for which that committee has responsibility. All safety related activity is overseen by the Airport Safety Review Board which then refers any matters upwards to the Group Safety Board. The structure and relationship of the various committees, together with their function and Terms of Reference are detailed in the following paragraphs Uncontrolled when printed Page B26 of 74

29 Aerodrome Manual Part B; Section MAG Safety Management Structure Exco Group Safety Board Safety Policy, Strategy & Leadership Airport Safety Executives Business Area Leadership & Performance Management Airport Safety Committees Operational Control & Implementation MAG Safety Committee Organogram M.A.G Group Safety Board M.A.G Group Health & Safety Board M.A.G Group Aviation Ops Board EMA Safety Review Board EMA Safety Committee Organogram Uncontrolled when printed Page B27 of 74

30 Aerodrome Manual Part B; Section MAG Safety Related Committees MAG Group Safety Board TERMS OF REFERENCE Chair: Chief Operating Officer Attendees: Frequency: Accountable Managers, Group Business Services Director, Head of MAG Projects, Group Health & Safety Manager Safety Review Groups Representatives Quarterly Purpose: To provide leadership and set policy and strategy that ensures that all Group activities are safely managed; To promote a positive safety culture that continually seeks to improve safety across the Group and to be recognised for top class safety performance. Objectives: The Group Safety Board is the top level Safety Committee, the purpose of which is to: 1. Set and maintain Group Safety Policy and Strategy 2. Provide clear top level leadership and promotion of safety 3. Set Group Targets and Objectives 4. Oversee performance against Objectives and prioritise key safety actions to Business Divisions 5. Ensure provision of appropriate resources to achieve the required safety performance and to provide assurance of compliance with statutory and regulatory duties 6. Promote sharing of good practice and lessons learned across the Group; strive to emulate and introduce examples of best practice 7. Monitor the completion of corrective actions 8. Monitor effectiveness of safety assurance and action plans 9. Report to Exco Inputs Outputs 1. Reports from Safety Review Groups: 1. Update and recommendations from EXCO Operations 2. Recommended targets and KPI s Occupational Health & Safety 3. Recommendations for procedural changes 2. Safety Performance Data 4. Recommended training requirements 3. Safety Reports 5. Directives and actions for Safety Review Groups 4. Audits Uncontrolled when printed Page B28 of 74

31 Aerodrome Manual Part B; Section Uncontrolled when printed Page B29 of 74

32 Aerodrome Manual Part B; Section M.A.G Group Health and Safety Board Terms of Reference Attendees: Managers responsible for health, safety and wellbeing in functional business. Chair: Group Health & Safety Manager Frequency: Quarterly Purpose: To ensure that the policies and strategies of the Group Safety Board are implemented. To identify and escalate any areas of deficiencies in the Safety Management Systems applicable to this group area of expertise. Objectives: 1. Promote good safety management principles and practices across the group and ensure the best practice is always the aspiration. 2. Make recommendations to Group Safety Board so that Group wide safety management requirements are effectively implemented. 3. Introduce a comprehensive range of wellbeing initiatives. 4. Ensure provision of quality safety data and conduct analysis of performance against group targets and tolerances. 5. Generate guidance to Group Safety Board and recommend priorities for action. 6. Ensure that the arrangements are in place to ensure that staff have the competencies required to discharge their safety duties. 7. Review effectiveness of safety investigations and corrective activities. 8. Ensure sharing of safety lessons across the group and from within the industry. 9. Coordinate resources to support safety activities in meeting policy objectives and overall safety assurance. 10. Review exposure to safety risks across the group. 11. Reports to group Safety Board Inputs Outputs 1. Reports from divisional Safety 1. Update and recommendations for Executives. Group Safety Board 2. Safety Performance data 2. Recommended targets and KPI s 3. Safety reports 3. Recommendations for procedural 4. Audits (internal and external) change 4. Recommended training requirements 5. Directives and actions for divisional safety executives Uncontrolled when printed Page B30 of 74

33 Aerodrome Manual Part B; Section EMA Safety Related Committees Terms of Reference East Midlands Airport Safety Review Board Attendees: Chair: Frequency: Purpose: OD, HFAO, ATSM, HCBR, HoS, ODSM, HSFSM, FSM, ATM, CPOM, HFE, HCS Accountable Manager (OD) Quarterly. To provide leadership, oversight, direction and resource for safety management across the EMA site. The SRB is responsible for agreeing whether the safety risks are at a tolerable level, and if not what additional mitigation is necessary. Requirements: Attendees must be of an appropriate level of seniority. Objectives: 1. To consider the content of the Safety Risk Register (which is collated and maintained by the HCBR) and agree whether the risks are at a tolerable level. 2. To set the risk appetite levels in relation to safety and to monitor these on a continual basis. 3. To mandate the safety committees to investigate and assess mitigation options to further reduce identified risks. 4. To oversee whether appropriate emergency, contingency and business continuity plans are in place for responding to identified risks. 5. To oversee the assurance plan in relation to safety risks and review the Safety Risk Register following identified findings. 6. To oversee the impact of changes and developments on the Safety Risk Register. 7. To ensure the implementation of all safety policies and strategies. 8. Monitor the effectiveness of the Airport s Safety Management System, including oversight of third parties. This may be delegated to other safety committees as relevant. 9. To ensure adequate provision of resources to meet safety policies, objectives and strategies. 10. To endorse the EMA Safety Improvement Plan and ensure actions are completed. 11. To promote a positive and comprehensive safety culture throughout the business. 12. To agree KPIs and SPIs for safety related areas. Inputs a. Reports from safety committees b. Safety Risk Register changes and recommendations c. Safety Improvement Plan progress report d. Outcomes from assurance reports. e. Outcomes from regulatory and internal audits and inspections f. Developments with impact on safety for approval g. Regulatory or legislative changes Outputs a. Minutes and actions b. Safety Risk Register c. Directives and actions for safety committees d. Agreed KPIs and SPIs e. Report to group safety committees as required f. Safety Improvement Plan g. Safety policies Uncontrolled when printed Page B31 of 74

34 Aerodrome Manual Part B; Section Airfield Safety Committee Terms of Reference Attendees: EMA (HFAO, ODSM, SWCO, ATSM, PSM, CRM), Handling Agents, Fuellers, Aircraft Cleaners/Caterers, Cargo Operators, Airlines * Note 1 the attendee must be of a level of seniority that they have decision making authority on behalf of their organisation. * Note 2 Any 3 consecutive non attendances by an EMA member will be reported to the Safety Review Board. Chair: HFAO Frequency: Quarterly Purpose: The Airfield Safety Committee reports to the Safety Review Board. It comprises of local senior managers of all airside operators, including the Airport, Tenant Companies, Airlines and other ramp service providers. It acts as the focal point for shared ownership of, and responsibility for airside operational and safety issues. Objectives: 1. To oversee operational safety performance and ensure that hazard identification and safety risk management are agreed and carried out as appropriate. This includes ownership of designated operational risks as identified in the Operational Risk Register together with oversight of the implementation of mitigation measures to reduce the safety risk. 2. To discuss all airside developments which may affect airside operational functions and assess the impact of change on airfield safety. 3. To review the outcomes of any audits and inspections which have been undertaken and recommend corrective actions where relevant. 4. To discuss and assess identified trends in the accident and incidents reports, and to implement and coordinate the implementation of corrective actions plans and ensure that the action that is taken is appropriate and carried out in a timely manner. 5. To raise awareness of key safety issues, both through safety performance monitoring and as part of a safety promotion programme with the Safety Improvement Plan. 6. To review the effectiveness of safety oversight activities. 7. To jointly develop and implement new working practices as required by regulatory bodies or as they become recognised as best working practice within the airport business sector. 8. To review the Aerodrome Snow Plan prior to and following the winter season, through the Winter Measures sub group. 9. To assess any issues or procedures relating to fire safety in airfield areas. 10. To make any recommendations based on the risk profile to the SRB. 11. To investigate and assess further mitigation options to reduce risk as required by the SRB. 12. To oversee relevant safety performance and its impact on the Safety Risk Register. 13. To advise the SRB on the effectiveness of mitigation which is currently in place. 14. To recommend Key Performance Indicators and Safety Performance Indicators to the SRB. 15. To oversee recommendations from investigations and audits which have a potential impact on the Safety Risk Register. Inputs a. Policy documents and targets b. Safety Performance data c. Update and outcome actions from regulatory and internal audits and inspections d. Impact of regulatory or legislative updates e. Identified operational risks from risk register f. Reports from sub groups Outputs a. Minutes and Actions b. Update and recommendations for Safety Review Board c. Recommendations for procedural change d. Recommendations for safety promotional campaigns e. Recommended training requirements Uncontrolled when printed Page B32 of 74

35 Aerodrome Manual Part B; Section EMA Health and Safety Committee Terms of Reference Attendees: TU Reps, Department Reps, H&SBP, member of ALT * Note 1 the attendee must be of a level of seniority that they have decision making authority on behalf of their organisation. * Note 2 Any 3 consecutive nonattendances by an EMA member will be reported to the Safety Review Board. Chair: Frequency: Purpose: H&SBP Monthly (Department), Quarterly (Joint) To provide information to employee representatives in order that they can fulfil their duties. To provide a forum to discuss progress against the Safety Improvement Plan (SIP), the H&S Score card and any ideas to promote the health, safety and well being of EMA employees. To monitor compliance with MAG Health and Safety Policy any legal requirements. Objectives: 1. To regularly promote a positive and developing safety culture within EMA. 2. To review safety performance and determine actions. 3. To review compliance with HSE and regulatory requirements. 4. To implement any recommendations from the EMA Safety Review Board. 5. To raise awareness of key safety issues and make recommendations for safety promotion activities. 6. To review the outcomes of any audits and inspections which have been undertaken and recommend corrective actions where relevant? 7. To review the skills and training requirements of EMA employees. Inputs 1. Reports from TU Reps 2. SIP Progress Report 3. Update and outcome actions from any regulatory changes, HSE reports or internal audits and inspections 4. Risk Assessments, Accident and Near Miss reports 5. Investigations and recommendations 6. Skills and training requirements Outputs 1. Minutes and Actions 2. Update and recommendations for EMA Safety Review Board 3. Recommendations for the annual EMA Safety Improvement Plan 4. Recommendations for safety promotional campaigns 5. Recommended training requirements Agenda a. Minutes of previous meeting b. Scorecard results c. Incidents / issues of note d. Recommendations from other safety committees e. Ideas / requirements for H&S campaigns and actions f. Outstanding issues g. A.O.B Uncontrolled when printed Page B33 of 74

36 Aerodrome Manual Part B; Section Emergency Planning Committee Terms of Reference Attendees: HCBR, HFSAO, EPRM, EPCC, FSM, ADM, ATSM, SDM, CRM, PM, PSM, ROC, Escape Lounge * Note 1 the attendee must be of a level of seniority that they have decision making authority on behalf of their organisation. * Note 2 Any 3 consecutive non attendances by an EMA member will be reported to the Safety Review Board. Chair: Frequency: Purpose: HCBR Quarterly To minimise the effects of an emergency, particularly in the respect of saving lives and maintaining aircraft operations. This will be achieved by ensuring that EMA is prepared to handle any foreseeable emergency either at the Airport or within the vicinity of it. Objectives: 1. To ensure that the Aerodrome Emergency Plan is effective for dealing with all foreseeable emergencies at the Airport site and that it considers the requirements for a sustained response over an extended period of time. 2. To ensure that the Aerodrome Emergency Plan clearly defines internal and multi agency areas of responsibility and their role within each type of emergency. 3. To ensure that the implications on the Aerodrome Emergency Plan of any risks identified in the safety risk register and security risk report (or other relevant risk assessments) are assessed and future procedures implemented where required. 4. To oversee the Airport s modular exercising Programme, ensuring that this is compliant with regulatory requirements and that required areas of the Aerodrome Emergency Plan are tested in a way that is adequate and sufficient to ensure effectiveness of the Plan. 5. To plan the internal elements of EMA major exercises. This may be undertaken by a subgroup of the committee. 6. To recommend, monitor and review Key Performance Indicators (KPI s) and Safety Performance Indicators (SPI s). Where trends are identified, the Committee should make relevant recommendations to the SRB. 7. To review accidents and incidents, including discussing the outcomes of the debriefs ensuring that any corrective actions have been implemented and carried out in a timely manner. To make any recommendation as relevant to the SRB. 8. To review the outcomes from the emergency planning groups and make any recommendations as relevant. 9. To oversee recommendations from investigations and audits which have a potential impact on the safety risk register. Inputs 1. Policy documents 2. Reports from emergency planning groups: 3. Planning and risk updates. 4. Departmental updates. 5. Training and Exercising Updates. 6. Incident data 7. Impact of regulatory or legislative updates 8. Outcomes of regulatory & internal audits and inspections Outputs 1. Minutes and Actions 2. Update and recommendations for SRB 3. Recommended KPI s & SPI s 4. Recommendations for procedural change 5. Training or exercising requirements 6. Directives and actions for emergency planning groups Uncontrolled when printed Page B34 of 74

37 Aerodrome Manual Part B; Section EMA Pilots Liaison Group (incorporating the Local Runway Safety Team) Terms of Reference Pilots Liaison Group Attendees: ATSM, DATSM/UTO, EMA departments, representatives from based airlines and operators. Chair: ATSM * Note 1 the attendee must be of a level of seniority that they have decision making authority on behalf of their organisation. * Note 2 Any 3 consecutive nonattendances by an EMA member will be reported to the Safety Review Board. Frequency: Twice per annum minimum Purpose: To facilitate a forum in which pilots, ATC and other related Airport departments can consult and share ideas to the mutual benefit of all participating groups to improve the safety and efficiency of flying operations at EMA. Objectives: 1. To monitor the safety of ATS at EMA. 2. To discuss issues relating to the Local Runway Safety Team. 3. To monitor the provision of ATS and EMA and suggest improvements. 4. To assist the Airport with environmental initiatives. 5. To ensure that EMA provides ATS in an open and transparent manner. 6. To advise on any issues that may benefit the safety and efficiency of flying operations at EMA. 7. To advise on the effects that Airport developments may have on flying operations at EMA. Inputs a. Update on directives and recommendations from the Safety Review Board b. Safety Performance data c. Safety reports d. Audits (internal and external) e. Airport developments Outputs a. Recommendations to the Safety Review Board b. Recommendations for procedural change c. Recommended training requirements Uncontrolled when printed Page B35 of 74

38 Aerodrome Manual Part B; Section Local Runway Safety Team (LRST) Standing Agenda Item within EMA Pilots Liaison Group (PLG) Purpose: To assess all aspects of Runway use and operation that have the potential to cause or contribute to a Runway Incursion; to report at EMA Pilots Liaison Group all runway related issues, including actual runway Incursion/excursions or events that could have resulted in an incursion/excursion or incident. Objectives: 1. To improve Runway safety data collection, analysis and dissemination 2. To ensure signage and markings are EASA compliant and visible to pilots and drivers 3. To develop initiatives for improving the standard of communications 4. To identify potential new technologies that may reduce the risk of a Runway Incursion 5. To ensure procedures comply with EASA Implementing Rules and AMC s 6. To initiate local awareness by developing and distributing Runway safety education and training material to Controllers, Pilots and personnel driving vehicles on the aerodrome Uncontrolled when printed Page B36 of 74

39 Aerodrome Manual Part B; Section EMA Emergency Planning Liaison Group TERMS OF REFERENCE Attendees: Chair: Frequency: Purpose: EPO, East Midlands Ambulance Service, Leicestershire Fire and Rescue Service, Leicestershire Police, Local Authorities, Royal Air Force, Public Health England, NHS England, UK Border Force, Airport Chaplaincy EPO Bi annual To ensure that plans are in place for a coordinated multi agency response to an incident at East Midlands Airport, and that these plans are effective. Objectives: 1. To ensure that individual agency procedures for an incident at EMA or within its vicinity are coordinated and where relevant to develop multi agency plans. 2. To ensure that the multi agency response to an incident at EMA is effective. 3. To ensure that multi agency procedures are exercised and that any actions identified are tracked and completed in a timely manner. 4. To plan the multi agency elements of the EMA Annual Licensing Exercise. This may be undertaken by a sub group of the committee. 5. To ensure that any relevant multi agency training is undertaken. 6. To monitor and review Key Performance Indicators (KPI s). Where trends are identified, the Committee should recommend and implement remedial action. 7. To review accidents and incidents, including discussing the outcomes of the debriefs, and ensure that any corrective actions have been implemented and carried out in a timely manner. 8. To make recommendations to the Airport s Emergency Planning Committee as relevant. Inputs 1. Policy documents 2. Reports from sub groups 3. Planning updates. 4. Training and Exercising Updates. - Proposals - Debriefs - Actions trackers 5. Incident data - Aircraft related incidents - Non aircraft related incidents - Fire related incidents - Security Incidents 6. Impact of regulatory or legislative updates 7. Airport developments update Outputs 1. Minutes and Actions 2. Update and recommendations for Emergency Planning Committee 3. Recommendations for procedural change 4. Training or exercising requirements 5. Debrief reports. 6. Directives and actions for sub groups. Uncontrolled when printed Page B37 of 74

40 Aerodrome Manual Part B; Section 1 3. Detention of Aircraft The named individual listed in the following table are authorised by the Civil Aviation Authority, under the Air Navigation Order 2016, to detain aircraft at the Aerodrome for safety related reasons. Role responsibilities are detailed in the paragraphs as referenced earlier in this section NAME ROLE PARA. REF. Phillip Morris Operations Director Simon Hinchley Head of Fire & Airfield Operations Ian Freeman Operations Developments & Safety Manager Uncontrolled when printed Page B38 of 74

41 Aerodrome Manual Part B; Section 2 SECTION 2 SAFETY MANAGEMENT SYSTEM 1. Scope of the Safety Management System 1.1 Scope The EMA Safety Management System has been established to provide an efficient Management Structure and Systematic approach to the safe operation of the aerodrome. The SMS is written in compliance with relevant legislation, including ICAO Annex 14 Volume 1 and ICAO The scope of the Safety Management System at EMA: a. Provides details on the Airport s approach to safety. b. Documents the airport safety policy, objectives, procedures and individual safety accountabilities. c. Outlines the organisational safety management structure at the Airport d. Provides details of safety related committees. e. Describes the safety risk management process. f. Describes the safety performance monitoring and measurement process. g. Details safety promotion methodology. h. Provides a cross index of Regulatory and Airport safety related documentation. i. Provides details on emergency response planning 1.2 Safety Management Principles Safety management at East Midlands Airport is achieved through the implementation of the following principles: Policy: East Midlands Airport will implement an effective Safety Policy to ensure that the highest standards of safety are maintained at all times. This Policy is contained within the EMA Airside Safety Policy and Manchester Airports Group (MAG) Health and Safety Policy below. Organising: An effective management structure within the company will be put in place to ensure that the Safety Policy is achieved. The Policy ensures clear lines of accountability so that it is apparent to all where safety responsibilities lie. Interaction and communication between all airside operators with regard to safety is essential, as is close liaison between the Airport and the Civil Aviation Authority. Uncontrolled when printed Page B39 of 74

42 Aerodrome Manual Part B; Section 2 Planning: A planned and systematic approach to implementing the Safety Policy will be achieved through an effective safety management system. The planning process will identify the safety priorities and objectives together with training, equipment and other resource requirements. The Airport requires all companies operating airside to follow industry best practice and have written safe working and operating procedures. Measuring performance: Performance will be measured against agreed standards to assess when and where improvement is needed. Safety committees discuss and address all matters relating to airside safety so that safe, efficient operations can be maintained and enhanced. Details of safety committees can be located Part B, Section 1 at paragraph Auditing and reviewing performance: Safety audits are one of the principle methods for fulfilling the safety performance monitoring functions. Safety audits at EMA are performed internally and also externally by the Civil Aviation Authority. Further details can be found in AOI 10 Safety Audits. 2. Safety Policy and Objectives 2.1 EMA Airside Safety Policy A copy of the East Midlands Airport Airside Safety Policy, signed (and dated) by the Operations Director (Accountable Manager) is contained on the next page. Uncontrolled when printed Page B40 of 74

43 Aerodrome Manual Part B; Section 2 Uncontrolled when printed Page B41 of 74

44 Aerodrome Manual Part B; Section M.A.G Health and Safety Policy Uncontrolled when printed Page B42 of 74

45 Aerodrome Manual Part B; Section MAG Fire Safety Policy Uncontrolled when printed Page B43 of 74

46 Aerodrome Manual Part B; Section 2 3. Safety Responsibilities of Key Personnel 3.1 Accountable Manager The EMA Operations Director fulfils the EU 139/2014 requirement for the role of Accountable Manager. Role responsibilities relating to safety are detailed in Part B; Section 1; Paragraph Safety Manager The Ops Development & Safety Manager fulfils the EU 139/2014 requirement for the role Safety Manager Role responsibilities relating to safety are detailed in Part B; Section 1; Paragraph Compliance Manager The Head of Compliance and Business Resilience fulfils the EU 139/2014 requirement for the role of Compliance Manager Role responsibilities relating to safety are detailed in Part B; Section 1; Paragraph Manager of Operational Services The Head of Fire and Airfield Operations fulfils the EU 139/2014 requirement for the role of Manager of Operational Services Role responsibilities relating to safety are detailed in Part B; Section 1; Paragraph Maintenance Manager The Assets Management Director fulfils the EU 139/2014 requirement for the role of Maintenance Manager Role responsibilities relating to safety are detailed in Part B; Section 1; Paragraph Document control 4.1 Introduction The document control system in place to meet the requirements of the EMA Safety Management System and MAG ANS Common Requirements is as follows. There are two basic types of documentation: a. EMA owned Internal documentation, issued by EMA and of relevance to the operational management of the aerodrome. These are under the control of members of the aerodrome management team, either by authorship or control of a current version hard copy e.g. Aerodrome Manual, Operational Advice Notices or departmental instructions. Uncontrolled when printed Page B44 of 74

47 Aerodrome Manual Part B; Section 2 b. Non owned External documents that are in use and of relevance to the operational management team but are issued/controlled by third parties (i.e. regulatory authorities) and include CAP s (issued by the CAA), accepted codes of practice (issued by HSE) etc. This document details the document control procedures for EMA owned documentation. Any non owned documents will be stored on the relevant EMA Documents database. The department who uploads this documentation is responsible for ensuring that the most up to date copy is available on the database. 4.2 Document Storage and Access For all high level documentation (such as the Aerodrome Manual, MATS Part 2, Operational Advice Notices, Safety Assurance Documentation etc) the master copy must be stored on the HSE Drive. These documents are available to all EMA staff as a read only document. Any other documentation which is considered to be of importance (such as HR proposals, quotations etc.) should be stored by the owner in an appropriate format. The retention period for records commences when the record is created or last amended, all records should be kept for a minimum period of five years. EMA computer system storage has a back up system, each located in separate areas and updated every twelve hours. In order to prevent alteration of data by unauthorised personnel, users are required to log in to the EMA network (requiring prior approval and authorisation), with additional safeguards in the forms of password protected / read only folders/files utilised as appropriate. 4.3 Identification of Changes and Version Control Highlighted text indicates where changes to high level documentation are made. All documents, including this manual should be version controlled to highlight the current issue. Full details relating to version are contained in Part A, Section 2, para.3 ATC documentation falls under the Quality Assurance Documentation scheme. The owner of the document is responsible for ensuring that obsolete or outdated documentation is archived as relevant. 4.4 Document Review All applicable owned documents must be systematically reviewed (i.e. audited to ensure that scope and mitigations are still fit for purpose) and re approved three months after initial issue and subsequently on an annual basis or as required. Documents whose final version does not require regular review or amendment can have the review requirement formally ended by the owner the database can be annotated that the document is closed. Uncontrolled when printed Page B45 of 74

48 Aerodrome Manual Part B; Section 2 5. Safety risk management process 5.1 Hazard Identification The East Midlands Airport (EMA) hazard identification process collects, records, analyses, acts on and generates feedback about hazards that affects the safety of the operational activities of the airport company. Similar processes are in place for the Manchester Airports Group s ANS provision and are detailed in the MAG ANS Manual. Operational safety risks are recorded on the EMA Ops Safety Risk Register. This process comprises of three essential elements: a. Hazard identification will identify the hazards to aircraft, equipment, property, personnel or the airport. i. An initial, high level assessment of the reasonably foreseeable hazards will be carried out. Experience will be reviewed along with available data from accidents, incidents or similar systems. A hazard checklist will then be compiled this should identify potentially hazardous areas that will require further detailed evaluation. b. Risk assessment will evaluate: i. The severity of the consequences of the hazard occurring. ii. The probability of occurrence. iii. Whether the consequent risk is tolerable within the acceptable safety criteria of EMA. c. Risk management i. If the consequent risk is tolerable within EMA safety criteria the risk can be accepted. If not, action will be taken to reduce the severity of the hazard or the probability of it arising to reduce the risk to a tolerable level. 5.2 Operational Safety Management Assessments East Midlands Airport ensures all aspects of its operation are assessed, and changes to it, for safety significance. Safety assessments are performed and documented to ensure that due consideration is given to the safety of all parts of the operational system. The safety assessment will be conducted to ensure that the management of any hazard is commensurate with the risk involved and the safety objectives which have been identified. Although following a similar process, differing requirements means that assessment methodology for Air Navigation Services has differences. The process is fully described in the MAG ANS Manual. There are three levels of hazard and operability study (HAZOPS) which are as follows: Level 1 This is the highest level of operational risk assessment, and will arise when events or developments are planned which can be expected to have a major impact on aircraft operations. Examples of such developments or events are: Uncontrolled when printed Page B46 of 74

49 Aerodrome Manual Part B; Section 2 A new taxiway. A new terminal. Airfield development work affecting the use and capabilities of runways. When the airfield may be subject to exceptionally high demand. A review of existing major risks. A Level 1 HAZOPS will take the form of a meeting of suitable persons from relevant operational disciplines as well as third parties, such as consultants. These persons will be chosen by the chair of the meeting, who may be the Operations Director or one of their direct reports. Level 2 This is an intermediate level of risk assessment and will be used for such events as: Airfield Works which do not affect runways Limited scope changes to facilities and procedures Level 2 HAZOPS may be chaired by any relevant manager and must involve a minimum of two persons, including ATC representation, when relevant. Persons representing additional key stakeholders will be involved as required. A Preliminary Hazard Identification (PHI) standard checklist of potential issues may be used to assist in identifying hazards in each assessment. The risk level assessment will be recorded in the Safety Assurance Document (SAD). As per mitigation for all identified risk the ALARP (As low as reasonably practicable) principle should be used. A pro forma is included as Appendix 1 at the end of this Section Level 3 This level of HAZOPS may be used to address a short term situation where the scope and impact are limited and can be reasonably handled at Duty Management level at, or near to, the time of the event. An example of such an event may be: Unplanned maintenance work on a taxiway surface Failure of AGL service, or depletion of RFFS capability A Level 3 HAZOPS will take the form of a discussion between the Airfield Operations Supervisor and the ATC Watch Manager. Other key personnel may be consulted as deemed necessary by the AOS. The discussion should cover those issues detailed in the Preliminary Hazard Identification standard checklist above which may be used as an aide memoir. It is also a requirement that managers ensure that risk assessments are undertaken for all activities within their department. Further guidance is available on the M.A.G intranet. A high level schedule of business and safety risks is held in the Manchester Airports Group Risk Register. Risks are addressed by balancing their severity against the cost and feasibility of reducing the risk. Uncontrolled when printed Page B47 of 74

50 Aerodrome Manual Part B; Section Safety Assurance Documentation Introduction To ensure the necessary safety objectives are achieved, all assessments made for Level 1 and Level 2 HAZOPS, together with their results and subsequent implemented procedures, will be recorded in the form of a Safety Assurance Document (SAD). This will also describe the methods used to ensure safety concerns are highlighted and communicated to those accountable for safety. Contents of a Safety Assurance Document The SAD should include the following: a. Distribution list b. List of effective pages c. List of amendments d. System description a description of the system/function which is being assessed e. Objectives what the assessment aims to achieve f. Scope what areas are and are not included within the document g. Requirements all relevant regulatory or airport requirements should be listed h. Hazard identification, risk assessment and mitigation see below SAD s should be controlled in line with the document control procedures detailed in paragraph 4 of this Section of the Manual. They will be reviewed by the document owner as required in paragraph 4.4 of this Section of the Manual. The Safety Review Board are responsible for oversight of the review process. 5.4 Hazard Identification Each operating function assessed within the SAD is likely to involve a variety of systems (people, procedures, equipment or combinations of these) that support its activities. Each of these areas should be considered and the resulting hazards identified. If a safety hazard, or a potential safety hazard, is considered to exist, the consequences of the hazard occurring and its effect on aircraft/operational safety must be considered. This should encompass: a) Severity: The seriousness of the potential consequences, or the outcome of an unsafe event. This is categorised as shown in the following table Uncontrolled when printed Page B48 of 74

51 Aerodrome Manual Part B; Section 2 SEVERITY OF OCCURRENCE MEANING VALUE Catastrophic - Equipment destroyed Multiple deaths A Hazardous - A large reduction in safety margins, physical distress or a workload such that operators cannot be relied upon to perform their task accurately or completely B Serious injury Major equipment damage Major A significant reduction in safety margins; a reduction in the ability of the operators to cope with adverse operating conditions as a result of increased workload, or as a result of conditions C impairing their efficiency Serious incident Injury to persons Minor Nuisance Operating limitations Use of Emergency Procedures D Minor incident Negligible Little consequence E NOTE: This table illustrates one possible classification scheme. The actual classification used in a safety assessment must be indicated in the safety assurance document. b) the probability (likelihood) of the hazard occurring. The probability of occurrence can be defined in either quantitative and qualitative terms (see below). This probability can be altered by increased rate exposure to the unsafe conditions. CATEGORY MEANING VALUE Frequent Likely to occur many times / Has occurred frequently 5 Occasional Likely to occur sometimes / Has occurred infrequently 4 Remote Unlikely to occur but possible / Has occurred rarely 3 Improbable Very unlikely to occur / Not known to have occurred 2 Extremely Improbable Almost inconceivable that the event will occur 1 Many of the hazards identified will be mitigated by the application of existing Company standards, regulations, procedures and practices. Once the severity of the hazard has been assessed and the probability of it arising has been estimated, a judgement can be made on whether: The consequent risk is acceptable or not. It is within the Company s acceptable safety performance criteria? It can be further reduced at a reasonable cost? Uncontrolled when printed Page B49 of 74

52 Aerodrome Manual Part B; Section 2 For example, a major consequence of an undesired event with a high probability of occurrence is unacceptable. However, although undesirable, an event may be tolerable if the probability of occurrence is very low. The following tables provide details for judging the tolerability of risks. The colour coding shown reflects the tolerability region in the inverted triangle below: RISK PROBABILITY Catastrophic A Hazardous B RISK SEVERITY Major C Minor D Negligible Frequent 5 5A 5B 5C 5D 5E Occasional 4 4A 4B 4C 4D 4E Remote 3 3A 3B 3C 3D 3E Improbable 2 2A 2B 2C 2D 2E Extremely Improbable 1 1A 1B 1C 1D 1E E 5.5 Hazard Assessment Safety risks assessed as initially falling in the intolerable region are unacceptable under any circumstances. The probability and/or severity of the consequences of the hazards are of such a magnitude, and the damaging potential of the hazard poses such a threat to the viability of the airport company, that immediate mitigation action is required. In general, two alternatives are available to bring the safety risks to the Tolerable or Acceptable regions: Allocate resources to reduce the exposure to, and/or the magnitude of, the damaging potential of the consequences of the hazards; or if mitigation is not possible, cancel the operation. Uncontrolled when printed Page B50 of 74

53 Aerodrome Manual Part B; Section 2 Safety risks assessed as initially falling in the Tolerable Region are acceptable, provided mitigation strategies already in place guarantee that, to the foreseeable extent, the probability and/or severity of the consequences of hazards are kept under organisational control. Such risks may require senior management sign off. Safety risks assessed as initially falling in the Acceptable Region are acceptable as they currently stand and require no action to bring or keep the probability and/or severity of the consequences of hazards under organizational control. Following this analysis, a conclusion will be made that provides assurance that the management of these hazards is commensurate with the risk involved and the safety objectives identified. 6. Monitoring Procedures and Risk Mitigation Measures 6.1 Introduction Safety performance monitoring and measuring is the safety management process by which the safety performance of East Midlands Airport is verified in comparison to its safety policies and objectives. This process includes; Safety reporting (collection of data ops safety risk register) Safety analysis and safety studies Safety inspections Safety audits Separate but similar arrangements for ANS provision are contained in the MAG ANS manual. 6.2 Measurement The safety management process requires feedback to provide a baseline for assessing the safety performance so that necessary adjustments can be made to affect the desired level of safety. In order to determine the system is working recorded safety data will be analysed within the context of established key performance indicators with results set against safety performance targets. Methods of analysis include: Statistical analysis Statistics are compiled as reports and submitted to the relevant safety committees on a monthly basis. Trend Analysis Safety data will be utilised for monitoring of trends both internally and externally through the relevant safety committees. Any emerging trends will be highlighted which may indicate the existence of new hazards. Benchmark safety standards against which the limits of acceptable performance can be defined are set by the MAG Group Safety Board. Normative comparisons Sufficient data may not be available to provide a comparison of the circumstances of the event or situation under examination with everyday experience. In this instance real world experience operating under similar conditions may be used, for example: Uncontrolled when printed Page B51 of 74

54 Aerodrome Manual Part B; Section 2 aerodrome safety data, Operations Safety Audit; and aerodrome safety programmes 6.3 Key Performance Indicators Key Performance Indicators (KPI s) are the metrics used to measure operational safety performance levels at EMA. KPI s monitor the level of safety performance in the following six areas: a) Damage to Aircraft b) Damage to Vehicles and Equipment c) Wildlife Strike Events d) Air Navigation Services Safety Events. e) Runway Incursions f) Runway Excursions All incidents classified within the above six metrics will be assessed in terms of severity as detailed in the following table: Relevant safety committees assess the above data before it is passed to the EMA Safety Review Board and ultimately the M.A.G Group Safety Board. Additional safety data, including deviations, spillages and turnaround data, is also monitored for trend. All KPI s should show a year on year downwards trend. Uncontrolled when printed Page B52 of 74

55 Aerodrome Manual Part B; Section 2 7. Safety performance monitoring 7.1 Operational compliance is monitored at EMA through a three tier process. These can be summarised as follows: Regulatory Compliance Audits Documentation Audits Monitoring 7.2 The first tier of assurance is completed through regular monitoring and inspections in airside areas and is carried out by the relevant operational department. 7.3 The second tier of assurance, undertaken by the EMA Compliance/Assurance department consists of documentation/procedural audits, including checks on the provision of a training programme and that training records are in place; these are carried out to ensure compliance with Aerodrome/Regulatory procedures and other associated documentation. These ensure at a high level that the processes and procedures which are in place at EMA are compliant with regulatory requirements. 7.4 Third tier audits assess the aerodrome s compliance with regulations and are undertaken by the CAA as a Certification audit. 7.5 Further details of the above are contained within the following AOI s: AOI 10 Safety Audits AOI 11 Safety Monitoring AOI 02 Movement Area Inspections and Reporting 8. Safety reporting and Investigation 8.1 Purpose Incident reporting is a key factor in assessing the efficiency of the safety management system. This data allows for any areas for potential new or heightened hazards to be identified, as well as reviewing the mitigation and procedures which are in place to assess their suitability. 8.2 Incident Reporting System The EMA Safety Management System involves the reactive and proactive identification of safety hazards. Whilst aviation accidents are fortunately rare events, they are generally investigated more thoroughly than incidents and can reveal a significant amount about safety hazards. Relying exclusively on accident data for safety initiatives can be limiting due to only a few case samples applying, resulting in the potential for erroneous conclusions or inappropriate corrective actions to be taken. There are four types of incident reporting system at EMA: Mandatory Occurrence Reporting (MOR) via ECCAIRS or TOKAI (ATC only) Accident/Safety Occurrence (Incident) Reporting System EMA Internal databases Personal Injury via Rivo Safeguard Additional ANS reporting Uncontrolled when printed Page B53 of 74

56 Aerodrome Manual Part B; Section Mandatory Occurrence Reporting The overall objective of the CAA in operating occurrence reporting is to use the reported information to improve flight safety levels and not to attribute blame. (a) Guidance on the MOR scheme and report filing is contained in EU Regulation 376/2014 & CAP382 / supplement CAP382s guide to ground safety reporting, and via the dedicated CAA webpage at the following link work/make areport or complaint/mor/mandatory occurrence reporting/. (b) Details of any incident deemed to require a MOR should be reported by either, the internal reporting systems of individual organisations or via the ECCAIRS reporting portal at (c) Procedures relating to ATC reporting via TOKAI are contained in MATS part 2. (d) EMA Airfield Operations are the central reporting point for the collection and collation of all information. All MOR s submitted will be subject to the same investigation procedures as other such events. Further detail is contained in AOI 09 Incident Reporting and Investigations Airside Accidents and Safety Occurrence (Incident) Reporting The primary objective of the EMA airside accident and safety occurrence reporting procedures is to allow gathering of information and evidence to enable full investigations into the causes of the accident or safety occurrence so that remedial or mitigating action can be instigated to prevent future reoccurrence. It is not to attribute blame or liability. (i) For all incidents, accidents and events, which result in personal injury across the airport a central reporting system, Rivo Safeguard is used. All submitted records are retained indefinitely. Details of each report recorded on Rivo are automatically sent to the Health & Safety Department, who will determine the severity rating and assign the report for investigation as required The Rivo reporting system provides the H&S Dept. with the means to track the corrective actions identified as a result of an injury report. Reminders of overdue actions are issued automatically and reported at relevant safety meetings. In the event of an incident occurring, the injured party or if unable to do so, a witness to the event must bring it to the attention of their manager immediately. The same reporting and investigation requirements apply to reports made by members of the public to Airport staff. (ii) Airside accidents involving damage to vehicles, equipment or infrastructure and Safety Occurrences within airside areas are recorded by the duty Airfield Operations Supervisor on the Airside Safety internal database. Accidents involving aircraft are also recorded on this database, in addition to any filed MOR. Details recorded should also include data gathered and recorded manually at the scene of the incident. Uncontrolled when printed Page B54 of 74

57 Aerodrome Manual Part B; Section 2 The reporting AOS will undertake necessary investigations, provide summary reports and close out any actions as required. Further detail is contained in AOI 09 Incident Reporting and Investigations Guidance on the requirements for reporting ANS events is detailed in the Manual of Air Traffic Services Part 1 (MATS Part 1). 8.3 Internal Safety Investigations The primary purpose of accident or safety occurrence investigations is to gather information and evidence, in order that the facts can be determined with a view to preventing recurrence of an accident or escalation of a safety occurrence to an accident. Incident investigation training is mandatory for all duty managers and supervisors. Further details are contained in AOI 09 Incident Reporting and Investigations. 8.4 Safety Surveys Safety Surveys can provide an indication of the levels of safety and efficiency within airport operations. The understanding of systemic hazards and inherent risks associated with everyday activities allows EMA to minimise unsafe acts and adopt a proactive approach. Safety Surveys are employed to systematically examine particular operational elements or functions, or the process used to perform specific operations. Safety Surveys can also be used to assess specific attitudes e.g. pilots or controller s working a particular position. When completed by operational personnel, they provide important diagnostic information about routine daily operations and represent an inexpensive way to gather significant information regarding many aspects of airport operations, including: a. Levels of teamwork and cooperation amongst various groups; b. Problem areas or bottlenecks in daily operations; c. Corporate safety culture; and d. Current areas of dissent or confusion Safety Surveys can potentially elicit information not obtained by other methods, by employing the use of checklists, questionnaires or informal, confidential interviews. The survey can span the complete risk management cycle, from Hazard Identification, through Risk Assessment, to Safety Oversight but as such surveys are subjective, reflecting individuals perceptions, information gathered may need to be verified prior to taking corrective action. 9. Emergency Response Planning Procedures for Emergency Planning and Response at EMA are contained within the Aerodrome Emergency Plan. Uncontrolled when printed Page B55 of 74

58 Aerodrome Manual Part B; Section Management of Change 10.1 Introduction Internal or external factors may instigate changes at EMA. Examples of internal changes include management changes, new equipment, new procedures or the development of new or changes to existing infrastructure. External changes may include for example changes in regulatory requirements or the reorganisation of air traffic control. Hazards may inadvertently be introduced into the operation whenever change occurs. The EMA Safety Management System requires that hazards that are a by product of change should be systematically and proactively identified, evaluated and appropriate measures be instigated to manage the safety risks of the consequences of hazards to a level As Low As Reasonably Practicable. Along with new hazards, change can also impact the appropriateness of existing safety risk mitigation and/or impact the effectiveness of existing safety risk mitigation means. Para.10.2 (below) outlines the EMA Operations/Engineering Competency Framework, which forms the core requirements for personnel undertaking assessments of change Safety Competency Frameworks The EMA Operations Safety Competency Framework outlines areas of expertise required to run a safe and regulated aerodrome. It details the people that are charged with such responsibilities, a training needs analysis, identifies where improvement/maintenance of competency are required. This framework is based on CAP Air Traffic Control, Airfield Operations, RFFS and Airfield Ground Lighting / Air Traffic Engineering have competency frameworks in place that cover the duties of technical staff who are required to know specific procedures and carry them out in specific ways. For RFFS, such requirements are required in order to retain role competence Assessment of Changes EASA ADR.OR.B.040(f) defines the requirements for the assessment of change, GM1 provides further detail on areas to be covered, these include: a. identification of the scope of the change; b. identification of hazards; c. determination of the safety criteria applicable to the change; d. risk analysis in relation to the harmful effects or improvements in safety related to the change; e. risk evaluation and, if required, risk mitigation for the change to meet the applicable safety criteria; f. verification that the change conforms to the scope that was subject to safety assessment, and meets the safety criteria, before the change is put into operation; and the specification of the monitoring requirements necessary to ensure that the aerodrome and its operation will continue to meet the safety criteria after the change has taken place Scope of the safety assessment The scope of the safety assessment should include: Uncontrolled when printed Page B56 of 74

59 Aerodrome Manual Part B; Section 2 a. the aerodrome, operations, management, and human elements being changed; b. interfaces and interactions between the elements being changed and the remainder of the system; c. interfaces and interactions between the elements being changed and the environment in which it is intended to operate; and d. the change from definition to operations Changes Requiring Prior Approval EMA is required by EASA Regulation ADR.OR.B.040 to gain approval from the CAA prior to the implementation of any change to: b. An alternative means of compliance. c. The EMA change management procedure (for changes not requiring a prior approval). d. The terms of the aerodrome certificate or the certification basis e. Safety critical aerodrome equipment. f. The level of protection of rescue and firefighting services. g. Low visibility procedures. h. Operation of aircraft with higher code letter The additional following changes are also subject to prior approval. a. Constructions affecting sightlines from the ATC Visual Control Room. b. Developments on the movement area. (e.g. new aprons) c. Developments which might impact on the movement area. (e.g. New or extensions to terminals or piers) The CAA may require prior approval for changes to any obstacles, developments and other activities within the areas monitored by EMA in accordance with ADR.OPS. B.075, which may endanger safety and adversely affect the operation of an aerodrome ADR.OR.B.040 also requires that changes significantly affecting elements of the EMA safety management system require prior approval by the CAA; these changes are defined in ADR.OR.D.005 (b) (1) & (2) as: Changes significantly affecting the defined lines of responsibility and accountability, including the direct accountability for safety on the part of senior management; and any changes to the overall principles of safety, referred to in the safety policy, signed by the accountable manager The application for a change to infrastructure requiring prior approval will incorporate the assessment of changes contained in para within the process detailed in CAP 791 Procedures for Changes to Aerodrome Infrastructure and in particular Part Notifications of changes requiring prior approval should be submitted at least 30 days prior to the intended implementation date and will be made using application form SRS2011 available at industry/airports/infrastructure and publicsafety zones/application for the approval of changes to aerodrome infrastructure Uncontrolled when printed Page B57 of 74

60 Aerodrome Manual Part B; Section Change Not Requiring Prior Approval East Midlands Airport will appropriately manage and assess all changes to personnel, systems, equipment and procedures to ensure an acceptable level of safety is maintained during and after periods of change. Para 10.6 and 10.7 describe the Management of Change processes Changes not requiring prior approval will be notified to the CAA on a six monthly basis The Management of Change (Personnel) Requirement Any changes to significant safety related key personnel detailed within the Aerodrome Manual Part B Safety Management System, including modifications to existing roles, personnel changes within the specified roles or the implementation of a new role will be subject to the EMA Operations Competency Framework assessment Responsibilities The Safety Manager shall notify all managers about any potential safety related change to any key safety personnel, as there may be interaction between departments, which must be considered as part of the change management process. Heads of the Department shall be responsible for safety assessments of all safety related changes within their respective departments. All safety significant posts have Safety Accountabilities and Responsibilities described within the EMA SMS. Changes to these safety accountabilities and responsibilities or the person undertaking the post must be subject to the EMA Operations Competency Framework assessment Direct Role Replacement When a new member of staff is required to take on the safety responsibilities previously held by a colleague who is no longer in that role, the Competency Framework is used to compare their current level of competency in each area against the level needed to fulfil the safety responsibilities of that role. This gap analysis allows a subjective assessment of each candidate relating to their safety responsibilities and expertise, provides an objective training plan to acquire the areas of competence needed to fulfil the entire role. This process also prevents a person without the competency required from filling a role for which they do not have, or cannot get within an appropriate amount of time, the required safety competency. Until such a time that a new appointment to a role can fulfil all the required safety responsibilities, an existing member of the operations team should be identified as fit to cover the area temporarily Merger of Roles Should a situation occur where the safety responsibilities of two or more persons are merged into one, or altered significantly so that responsibilities switch between two or more members of staff, the Competency Framework will be used initially to identify the safety responsibilities of the roles concerned. Once that is established, the safety responsibilities are then incorporated into the new roles. Use of the Competency Framework ensures that safety responsibilities are not lost during role transition. Uncontrolled when printed Page B58 of 74

61 Aerodrome Manual Part B; Section Guidance a) Safety Competency Frameworks Part B section 10.2 b) Change Management (System, Equipment, Procedure) Part B, Para References a) EASA ADR.OR.B.040(f) Management of Changes b) CAP 795 Safety Management Systems Guidance to Organisations c) ICAO Doc 9859 Safety Management Manual 10.7 The Management of Change (System/Equipment/Procedure) Requirement Any significant System, Equipment or Procedural safety related change detailed within the Aerodrome Manual Part B SMS or within its sphere of influence, including the implementation of a new procedure, modification of existing systems and the introduction of new systems, shall only be effected after the appropriate safety assessment has demonstrated that an acceptable level of safety will be met Responsibilities The relevant Head of the Department shall notify all managers about any potential safety related change to any equipment, procedure or system as there may be interaction between systems, which must be considered as part of the change management process. The Department Heads shall be responsible for managing all safety related changes within their respective departments Procedural change When a procedural change occurs (i.e. new regulation from the CAA or a new way of carrying out a safety critical activity) an initial risk assessment will be carried out by the relevant manager to determine the risk involved with the change. This may require users to be consulted. When due to the nature of the change, the acceptable level of safety cannot be expressed in quantitive terms, the safety assessment may rely on operational judgement System/Equipment change Aerodrome and ATS system/equipment changes commonly pass through a variety of phases during their life from initial concept through to decommissioning. Safety needs to be planned for and addressed in all of these phases although the depth of risk assessment will vary depending upon the stage of the project and the degree of risk that exists. Performing risk assessment early in the change process can identify hazards that impact on the design of the system/equipment. It is better that these hazards and their impacts are identified early in a change so that the system/equipment can be designed to take account of them, rather than incurring expense trying to change a design or retrospectively to generate safety assurance evidence later in a change. Also, failure to update earlier safety analyses with information that subsequently becomes available in later change phases may invalidate the earlier analyses. Uncontrolled when printed Page B59 of 74

62 Aerodrome Manual Part B; Section The Management of Change (Development) The ODSM will work in consultation with the appropriate authorities with whom any changes or new design/procedures will interface. Development changes at EMA that do not require prior approval will continue to follow the assessment of change process and principles laid down in CAP 791 Procedures for Changes to Aerodrome Infrastructure as best practice. Once complete, the change will then be issued and monitored for compliance; records of the change process will also be kept for future audit Documentation Change The process for changes to the Aerodrome Manual is detailed within Part A of the Manual. Notifications of interim changes are issued in the form of Supplementary Instructions (ATC contained in MATS Part 2) or Operational Advice Notices. Operational Advice Notices (OAN s) are issued to relevant companies on the Airport site to advise them of changes to procedures prior to insertion in the Aerodrome Manual or to advise them of temporary works or procedures which may affect operations at the Airport. These are issued on the East Midlands Airport website and notified to relevant parties via an ed link to nominated recipients. It is the responsibility of the Manager of each recipient company to ensure that all relevant members of staff within their organisation are made aware of the information contained within the OAN. They should ensure that OAN s are made accessible to staff at all times. It is the responsibility of the Manager of the individual company to ensure that the Airport is informed of any changes to existing contact details or for the addition of further recipients. These changes should be sent to emastandingorders@eastmidlandsairport.com. All current OAN s are located on the dedicated webpage. These should be accessible to all members of staff as applicable. Non extant documents will be removed from the webpage. Receipt of OAN s should be acknowledged as soon as possible after receiving the document. Acknowledgements should include the number/title of the OAN received, and the name and company of the person receiving it. Acknowledgement notification should be returned via e mail to emastandingorders@eastmidlandsairport.com. 11. Safety promotion 11.1 Airside Safety Briefings (Passport to Operate Airside) To ensure the safety of new employees who may be unfamiliar with the potential hazards of working within an airside environment, it is a mandatory requirement that all staff who are issued with a security ID permit that is zoned to allow access to airside areas, must successfully complete a basic safety training/briefing course (Passport to Operate Airside) before they gain access to any apron or aircraft movement area. Further details of airside safety briefings are contained in AOI 07 Airside Safety. Uncontrolled when printed Page B60 of 74

63 Aerodrome Manual Part B; Section Training and Education All personnel involved in airside activities will receive appropriate training in order to meet the required competencies relating to their individual duties and safety responsibilities. Appropriate vocational training will be identified through individual task analysis processes. Training will be provided by the appropriate individuals/designated companies at EMA or through specialist contract trainers, who are required to possess vocational training and competency qualifications in their area of activity. Training syllabus will provide the required knowledge, demanded by industry standards and to address the safety responsibilities associated with the duties being performed. Each syllabus will incorporate theoretical instruction on the procedures and arrangements provided for safety, together with practical experience either through supervised working or work placements. Periodic refresher training is an integral part of the ongoing training programme to enable basic standards of competency in individual disciplines is maintained Safety Communication East Midlands Airport staff are to be familiar with the published instructions in so far as they are applicable to their duties. Tenant companies are to ensure that all their staff, who hold an Airside ID Pass, have read and are familiar with, all relevant Airside Operational Instructions (AOIs) detailed in the Aerodrome Manual which affect the execution of their duties. It is a mandatory requirement that this is achieved before unsupervised access airside is permitted. All staff operating Airside must have ready access to up to date copies of these instructions, together with relevant Operational Advice Notices. Such instructions and notices are available on line via the EMA website, however printed copies are uncontrolled and Tenant companies must establish a system to ensure validity of the documentation and that all staff are kept informed of amendments in a timely manner ATC and Airfield Operations In addition to the responsibility for compliance with legislation and Aerodrome Certification requirements, all Operations staff have a duty to ensure that the areas under their control are safe and pose no risk to persons or aircraft. The management and control of airfield activities at EMA is achieved through the development, promulgation and implementation of AOI s and associated regulatory and departmental standard operating procedures. These documents are referenced, as relevant within the manual to ensure compliance with relevant legislation and the Aerodrome Certificate requirements Three additional management programmes have been developed to deal with particular aspects of Airside safety: EMA Wildlife Control Management Plan EMA Snow Plan Safety Assurance Documentation Procedures All ATC operational procedures are detailed in MATS Part 2, which is a CAA approved document compliant with CAP 670 Uncontrolled when printed Page B61 of 74

64 Aerodrome Manual Part B; Section Safety Management System Outputs 12.1 Safety Analysis The safety management process requires feedback to provide a baseline for assessing the safety performance so that necessary adjustments can be made to affect the desired level of safety. In order to determine the system is working, recorded safety data will be analysed within the context of established key performance indicators with results set against safety performance targets. Safety analysis is therefore based on factual information, originating from several sources (Mandatory Occurrence Reporting, Airside Accident and Safety Occurrence Reporting Procedures, investigation findings and various hazard identification programmes etc). Relevant data must be collected, sorted and stored. Analytical methods and tools suitable to the analysis are then selected and applied to provide evidence of trends Analytical methods and tools. Statistical analysis. Statistical Analysis is based on procedures utilising the concept of probability which provides more credible results for a convincing safety argument. This method requires the analysis of numeric data and identification of trends to provide graphical presentations of analysis. Compiled as Safety Management Systems Statistics Reports and presented to the safety committees as detailed in Paragraph 2.12 of section 1 of this chapter namely: i. Safety Review Board ii. Pilots Liaison Group (incorporating the Local Runway Safety Team). iii. Airfield Safety Committee. iv. Health and Safety Committee. v. Emergency Planning Committee Trend Analysis Safety data collected by EMA Operational departments will be utilised for monitoring of trends both internally (within the relevant departments) and externally through the committees detailed above. Predictions relating to potential future events may be stated, along with the highlighting any emerging trends which may indicate the existence of a new hazard. Benchmark safety standards against which the limits of acceptable performance can be defined are set by the MAG Group Safety Board. Trend analysis, undertaken by the relevant department or committee, should trigger alarms when performance is diverting from the accepted limits. Normative comparisons Sufficient data may not be available to provide a factual basis, against which to compare the circumstances of the event or situation under scrutiny with everyday experience. The absence of credible normative data can often compromise safety analysis and therefore, in such instances, real world experience of operating under similar conditions may be used. Uncontrolled when printed Page B62 of 74

65 Aerodrome Manual Part B; Section 2 Examples of these programmes are: i. aerodrome safety data analysis, ii. Operations Safety Audit; and iii. aerodrome safety programmes Simulation and testing Underlying safety hazards may become evident through testing, such as laboratory/company testing for analysing material defects. In order to test suspect operational procedures, simulated field testing under actual operating conditions may be required. Expert panel The EMA Safety Review Board will evaluate safety hazards and additional specialist views will be sought as and when required. Cost benefit analysis The acceptance of recommended risk control measures may be dependent on credible costbenefit analyses. The costs of implementing the proposed measures are weighed against the expected benefits over time. Cost benefit analysis may, on occasions, suggest that accepting the risk is preferable to the time, effort and cost necessary to implement corrective action. Safety studies Studies and analyses conducted by ICAO, EASA, the CAA, airlines, manufactures or professional and industry associations may be utilised for complex or persuasive safety issues Key Performance Indicators As defined in paragraph 6.3 of this section Key Performance Indicators (KPIs) are the metrics used to measure operational performance levels at EMA. Quantitative and qualitative indicators are employed to evaluate results to determine that the system is working. The EMA Key (Safety) Performance Indicators are expressed in terms of frequency of occurrence of a specified event. The following quantitative measures are used: Based on total aircraft movements, a) Damage to aircraft per 10,000 movements b) Damage to vehicles and equipment per 10,000 movements c) Wildlife Strikes per 10,000 movements d) Air Navigation Services Safety Events per 10,000 movements e) Runway Incursions per 10,000 movements f) Runway Excursions per 10,000 movements Additional, quantitative data is derived from Safety Occurrences, lower than level 5 (as defined in paragraph 6.3 incident categorisation severity matrix ), Notification of Non Compliance and Injury to personnel airside, all rated at per 10,000 movements Uncontrolled when printed Page B63 of 74

66 Aerodrome Manual Part B; Section 2 Qualitative data, derived from both operational deviations and aircraft turn around monitoring, is assessed with results providing the benchmark for trend analysis. To achieve the required level of safety performance (target/objective), by which success at EMA is measured, KPI s should indicate a year on year continual downward trend against the established factors specified above. 13. Compliance Monitoring 13.1 Safety Audits Operational compliance is assured at EMA through Safety auditing, whether internal or external, this will involve the highest level of management holding responsibility for safety within the relevant areas of the operation. Senior management are to be made aware of the Safety Audit findings in order that appropriate action can be taken. Full details relating to Safety Auditing at EMA can be found in the following Airside Operational Instructions: a) AOI 02 Movement Area Inspection & Reporting b) AOI 05 Apron Management c) AOI 07 Airside Safety d) AOI 10 Safety Audits e) AOI 11 Safety Monitoring f) AOI 12 Control of Vehicles g) AOI 15 Wildlife Hazard Management h) AOI 16 Aerodrome Safeguarding i) AOI 17 CAP 232 Surveys j) AOI 20 Safe Handling and Storage of Fuel and Dangerous Goods 13.2 Compliance Monitoring of Contracted Activities Aerodrome Survey Data and the Treatment of Obstacles CAP 232 sets out the required specification for Aerodrome Licensing Topographical and Obstacle limitation survey. East Midlands Airport will procure these under contract with a CAA approved provider Aeronautical Ground Lighting ATG provide East Midlands Airport with expertise in maintaining the software for the AGL system ILS Inspections Cobham Flight Inspection undertake ILS flight checks twice a year on both runway 09 and Photometric Survey TMS undertake a Photometric Survey quarterly on runway lighting Instrument Runway Visual Range (IRVR) Equipment AGI undertake IRVR Calibration annually. Uncontrolled when printed Page B64 of 74

67 Aerodrome Manual Part B; Section Navigational Aids Navaid Equipment Support is provided by Cobham, ERA, Muir Matheson, Precision Applications and Schneider Communications Telephones and Private Wires are provided and maintained by NATS, BT & Daisy Licences Operational Licences are obtained from CAA and OFCOM 14. Aeronautical Data; Quality Management System 14.1 CAP 232 Survey CAP 232 provides guidance on what information should be included in the Aerodrome Survey, so that the Aerodrome Licensee can meet their safety responsibilities and provide the required data to the CAA. EMA procedures and requirements are detailed in AOI 17 CAP 232 Surveys Uncontrolled when printed Page B65 of 74

68 Aerodrome Manual Part B; Section 2 Appendix 1 PRELIMINARY HAZARD IDENTIFICATION CHECKLIST DATE: WORKS PROJECT / PROCEDURE: GROUP MEMBERS HAZOPS CO ORDINATOR: ROLE CONSIDERATION IDENTIFIED HAZARD(S) CONSIDERATION IDENTIFIED HAZARD(S) Runway Incursion Runway Restrictions Taxiway Incursion AGL Consistent with Published Policy ATC Aerodrome Issues Pushback Procedures ATC Airspace Issues Signage Mandatory / Information Low Visibility Procedures Pilot/Driver Sightlines Aerodrome Safeguarding Obstacles/Nav Aids Stand Parking Pavement Markings Emergency Procedures / RFFS Response Dangerous/Confusing Lighting Bird Hazard Jet Blast FOD Human Factors Promulgation of Information Other Events or Activities Other Factors Uncontrolled when printed Page B66 of 74

69 Aerodrome Manual Part B; Section 3 SECTION 3 REPORTING TO COMPETENT AUTHORITY 1. Definitions 1.1 For the purposes of this document, an accident as defined in EU376/2014 (EU996/2010) is: An occurrence associated with the operation of an aircraft which, in the case of a manned aircraft, takes place between the time any person boards the aircraft with the intention of flight until such time as all such persons have disembarked, or in the case of an unmanned aircraft, takes place between the time the aircraft is ready to move with the purpose of flight until such time it comes to rest at the end of the flight and the primary propulsion system is shut down, in which: (a) a person is fatally or seriously injured as a result of: being in the aircraft, or, direct contact with any part of the aircraft, including parts which have become detached from the aircraft, or, direct exposure to jet blast, except when the injuries are from natural causes, self inflicted or inflicted by other persons, or when the injuries are to stowaways hiding outside the areas normally available to the passengers and crew; or (b) the aircraft sustains damage or structural failure which adversely affects the structural strength, performance or flight characteristics of the aircraft, and would normally require major repair or replacement of the affected component, except for engine failure or damage, when the damage is limited to a single engine, (including its cowlings or accessories), to propellers, wing tips, antennas, probes, vanes, tires, brakes, wheels, fairings, panels, landing gear doors, windscreens, the aircraft skin (such as small dents or puncture holes) or minor damages to main rotor blades, tail rotor blades, landing gear, and those resulting from hail or bird strike, (including holes in the radome); or (c) the aircraft is missing or is completely inaccessible; 1.2 For the purposes of this document, a serious incident and an incident (safety occurrence) as defined in EU376/2014 (EU996/2010) is as follows: (a) a serious incident an incident involving circumstances indicating that there was a high probability of an accident and is associated with the operation of an aircraft, which in the case of a manned aircraft, takes place between the time any person boards the aircraft with the intention of flight until such time as all such persons have disembarked, or in the case of an unmanned aircraft, takes place between the time the aircraft is ready to move with the purpose of flight until such time it comes to rest at the end of the flight and the primary propulsion system is shut down. (b) An incident (safety occurrence) an occurrence, other than an accident, associated with the operation of an aircraft which affects or could affect the safety of operation; Uncontrolled when printed Page B67 of 74

70 Aerodrome Manual Part B; Section 3 2. Reporting Procedures 2.1 Accidents, serious incidents and safety occurrences must be reported without delay to Airside Operations Supervisor (AOS) or the Airport Duty Manager (ADM). 2.2 Details of any incident, deemed to require a Mandatory Occurrence Report (MOR) which are notifiable to the CAA (Competent Authority) are required to be completed and submitted as per AOI 09 Incident Reporting and Investigation. 2.3 The primary purpose of accident or safety occurrence investigations is to gather information and evidence in order that the facts can be determined with a view to preventing recurrence of an accident or escalation of a safety occurrence to an accident. 3. Preservation of Evidence 3.1 The scene of the accident or safety occurrence should be isolated and the vehicles, plant and equipment involved in the accident or safety occurrence should not normally be moved until the Airfield Operations Supervisor is in attendance. However, if in the judgement of the senior person present or the Officer in Charge of the Fire Service their removal is necessary in the interests of safety or to affect a rescue, this may be done. The scene should preferably be photographed before being disturbed, by digital camera if possible. 4. Policy and Procedures related to the use of alcohol, psychoactive substances and medicines 4.1 Drug, alcohol and other substance misuse is everyone s concern. It can lead to reduced productivity, taking time off work and accidents at work. Employers have a general duty under the Health and Safety at Work Act 1974 and Management of Health and Safety at Work Regulations 1999 to ensure, as far as is reasonably practicable, the health, safety and welfare of their employees. 4.2 East Midlands Airport is a provider of a workplace and in some cases a provider of equipment and therefore has duties to ensure so far as reasonably practicable the health and safety of others who use that place of work. To ensure a safe working environment is maintained on the airfield, any person suspected to be under the influence of drugs or alcohol will be removed from the airfield by the Airfield Operations Supervisor. 4.3 The individual s employer will be advised of the enforcement action taken by the Airfield Operations Supervisor who may also request the attendance of Leicestershire Police. 4.4 The policy and procedures relating to the use of alcohol, psychoactive substances and medicines are detailed in the East Midlands Airport policy and procedure for Substance Misuse. This is available via the MAG intranet. Uncontrolled when printed Page B68 of 74

71 Aerodrome Manual Part B; Section 3 5. Compliance with Safety Directives 5.1 Safety Directives, issued by the Competent Authority, will be reviewed within an initial impact assessment process, carried out by the Operations Development and Safety Manager (ODSM) or designated deputy/appropriately qualified person. Pertinant details of the safety directive will be recorded on form SD/ (appendix 1), relevant managers (procedural owners) will be identified and will receive a copy of form SD/ for further action. Any required changes will be complied with in accordance with the implementing procedures detailed in this Manual. 5.2 The process will be overseen by one or more of the following committees, as appropriate: EMA Safety Review Board EMA Health & Safety Committee M.A.G Group Safety Board M.A.G Group Aviation Operations Board 6. Reaction to Safety Problems 6.1 Any safety issue will be assessed in accordance with the procedures detailed in this Manual. In addition to the committees listed above, safety issues will, as relevant, be addressed via: EMA Airfield Safety Committee EMA Pilots Liaison Group EMA Emergency Planning Group EMA Safety Review Board Dissemination of safety related information is effected by various means as appropriate: EMA Operational Advice Notices EMA Airside Safety Bulletin M.A.G Safety Notices M.A.G TV 7. Handling of Safety Recommendations 7.1 Safety recommendations, issued by the Safety Investigation Authorities will be managed as detailed in the paragraphs above, using the appropriate safety related committee and procedures detailed in this 8. Recording Aircraft Movement 8.1 All aircraft movements and associated flight data are recorded by ATC, using the Chroma system, from which information is provided to the financial management system, enabling CAA information to be derived and reported. Further details on the logging of flight data is notified in MATS Part 2. Details on passenger numbers are recorded by the Handling Agent Uncontrolled when printed Page B69 of 74

72 Aerodrome Manual Part B; Section 4 SECTION 4 REQUIRED AERODROME PERSONNEL QUALIFICATIONS AND PROCEDURES 1. Training Programme 1.1 All personnel involved in Airside activities will receive appropriate training in order to meet the required competencies relating to their individual duties and safety responsibilities. Training will be provided by the appropriate individuals/designated companies at EMA or through specialist contract trainers. Trainers of such activities are required to possess vocational training and competency qualifications in their area of activity. Training syllabi will provide for the knowledge as required by industry standards and to address the safety responsibilities associated with the duties being performed. Periodic refresher training is an integral part of the ongoing training programme to enable basic standards of competency in individual disciplines to be maintained. 1.2 Operational Personnel To ensure the safety of new employees who may be unfamiliar with the Airport environment, or as a refresher for existing personnel, it is a requirement that all personnel undergo an airside safety briefing, in the form of a classroom presentation. This briefing will be entitled Passport to Operate Airside, the understanding of which will be measured by the completion of a multiple choice test. The candidate will only receive a Passport to Operate Airside (POA) certificate upon successful completion. This certificate is required to be submitted to the EMA Pass Office before an airside security ID card can be issued. The POA is not designed to replace any company safety training or induction course but to give a basic understanding of the specific requirements and safety hazards associated with working in airside areas before more specific training be initiated. 2. Training and Checking Procedures 2.1 Training regimes, procedures and assessment processes, for specific roles, are the responsibility of each department, in accordance with, where relevant, any regulatory requirements applicable to the role. 2.2 Training Programme General At initial pass issue and upon renewal, all personnel involved in the operation, maintenance and management of the aerodrome together with those operating unescorted on the movement area, and other related operational areas are required to undertake and successfully complete airside safety training. This will be in the form of a classroom presentation and will be entitled Passport to Operate Airside, further details are contained in 1.2 of this section and Section 2 of Airside Operational Instruction 07 Airside Safety. Adequately qualified and experienced instructors and assessors for the implementation of such training programmes are to be used. In addition, suitable facilities and means are to be used for the provision of training Operations Training content, assessment and required competency levels are detailed in the following documentation: Uncontrolled when printed Page B70 of 74

73 Aerodrome Manual Part B; Section 4 DEPARTMENT DOCUMENT(S) DOCUMENT RESPONSIBILITY Unit Training Plan Unit Training Officer Air Traffic Control (Controller Training); Manual of Air Traffic Services; Part 2 (ATCO s) Unit Currency & Competence Senior Unit Examiner Plan (Controller Maintenance of Competence) Air Traffic Control Manual of Air Traffic Services Part 3 (ATCA s) Senior Air Traffic Services Assistant RFFS Air Traffic Engineers Airfield Operations Control Room DIFLIS Operations Manual High Level Strategic Policy & Operational Procedures Maintenance Exposition Document Airfield Operations Supervisor Training Programme Control Room Operations Training Programme Air Traffic Services Manager Fire Service Manager Airfield Technical Manager Head of Fire & Airfield Operations Head of Fire & Airfield Operations 2.3 Customer Services Security: All Security staff receive annual training, the records of which are audited both internally, as part of the Quality Assurance Process and externally, by the Civil Aviation Authority during routine compliance visits Passenger Services All Airport Passenger Services staff receive annual refresher training in line with their duties, including PRM (Persons of Reduced Mobility) staff. Training records are audited both internally, as part of the Quality Assurance Process and externally, by the Civil Aviation Authority during routine compliance visits. 3. Remedial Action 3.1 Procedures for managing personnel, who fail to reach or maintain the required standards, are detailed in departmental documentation and supported by the Company s Procedures and Processes documentation. Where appropriate or deemed necessary, individuals failing to maintain the required standards could be subject to the Company s Disciplinary Procedures. This will be particularly relevant where regulatory requirements have been deemed to be compromised. Uncontrolled when printed Page B71 of 74

74 Aerodrome Manual Part B; Section Operations The actions taken, in the event that required standards are not achieved or maintained, are detailed in the documents listed in the table above (Para ). 3.3 Customer Services Security and Passenger Services staff will be required to undertake a programme of retraining, whenever they fail to achieve or maintain the required standard. If an acceptable standard is still not achieved, re deployment within the business will be considered, where appropriate, or termination of the employee s contract will apply. 4. Retention of Documentation 4.1 Operations Requirements for the recording and storage of documents are detailed in Section 2, para. 4.2 of this Part of the Aerodrome Manual. Details relating to training and assessment documentation are listed in the table at Para Customer Services All Security and Passenger Services staff have an individual Training Record, giving a detailed account of their training history. Training records are held locally, within the department, and are retained for as long as the individual is undertaking the specified duties. 5. Proficiency Check Programme 5.1 Operations Training and assessment related documentation (programmes and training records) will be audited internally on a routine basis as part of the Internal Audit Plan and/or departmental schemes. The audit will check that the required training programme and training records are in place. They are also subject to scrutiny as part of the CAA Ops/ATC Audit. Training courses should be validated by appropriately trained persons. 5.2 Customer Services Training records are checked periodically throughout a 12 month period, both internally and externally, by authorised M.A.G Auditors and CAA Compliance Inspectors. 5.3 Proficiency checks The purpose of the proficiency check is to establish the ability of an individual to perform satisfactorily, in accordance with applicable requirements and the content of the aerodrome manual. Departmental/line managers should identify the elements that each proficiency check should cover and define the periodicity that such checks should be undertaken (The proficiency check does not need to cover all associated elements at the same time; however, all elements should be covered within a 24 month period). Proficiency checks should be conducted by nominated assessors meeting the requirements detailed in EASA AMC1 ADR.OR.D.017(d) Training and proficiency check programmes Uncontrolled when printed Page B72 of 74

75 Aerodrome Manual Part B; Section 4 Appendix A Safety Directive Impact Assessment Form Uncontrolled when printed Page B73 of 74